关系激励管理对供求企业绩效影响的实证研究

有效的供求关系激励管理方式设计,以及这种管理方式如何影响供求双方的绩效,是目前国内理论界和企业界都十分关注的问题之一。本文试图从采购企业角度出发探讨关系激励管理方式对供求企业绩效的影响。首先解释了激励型供应商管理方式的指标测度体系,然后通过对国内近百家企业问卷调查的统计分析,得出了如下两个主要结论:激励型管理方式与采购企业业绩之间存在正相关关系;激励型管理方式与供应商业绩之间存在正相关关系。这不仅证实了合作能够创造"双赢"局面的理论观点,而且也为国内企业供应商管理的具体实践提供了理论上的指导。     

基于道德风险防范的虚拟联盟成员二元激励模型研究

提出一个基于对联盟成员信用评价和业绩分成的混合激励方案,通过建立二元任务下的多代理人模型,解决基于协作平台合作的虚拟联盟中盟主和成员间的委托代理问题;以移动增值服务中运营商和服务提供商的联盟合作为例,模型指出该激励机制能更好地达到激励业绩,同时消除成员机会主义风险的目的。     

复杂产品主制造商-供应商协同合作最优成本分担激励研究

当前,“主制造商-供应商”的协同合作模式成为复杂产品的主流生产模式,与传统的制造商供应商合作激励相比,该合作模式更关注供应商的努力水平和长期战略合作,其努力程度决定了复杂产品的生产质量与效率。为激励供应商的努力合作,本文设计努力程度参数,提出了主制造商分摊供应商努力成本的激励策略,建立了基于努力程度的最优成本分摊模型,研究了Nash均衡和Stackelberg均衡两种结构下的激励模式,给出该激励模式下的主制造商分摊供应商研制成本的最优比例、最优努力水平和最优收益。研究结果表明,当供应商的努力程度大于等于努力阀值时,主制造商需分担供应商的努力成本,成本分担大小与供应商努力程度的平方成正比,且受单位收益系数和努力程度收益影响系数的影响。同时,研究表明,在主制造商供应商的协同合作机制中,主从关系的 Stackelberg博弈收益优于Nash均衡收益,应用分析进一步表明,主制造商通过分担供应商努力成本的激励措施可以有效地激励供应商的努力程度,实现在主制造商供应商利益均增长的情况下,达到帕累托改进。本文系统地揭示了主制造商激励供应商的最优成本分担问题,为复杂产品主制造商供应商的长期战略合作激励策略制定提供决策依据。     

基于EVA股东权益回报率的经营者业绩评价体系设计

业绩评价是对经营者进行有效激励和约束的基础.本文在分析了传统业绩评价指标体系的优劣后,从股东财富最大化的角度设计了一套新的经营者业绩评价体系:一是构建了新的经营者业绩评价指标--EVA股东权益回报率,使业绩评价更真实和科学;二是设计了相应的报酬计划,即EvA股东权益回报率红利计划和EVA股东权益回报率虚拟股票期权计划,对经营者进行兼顾短期与长期的有效激励.以避免经营者短期行为和道德风险的出现,缓解由股东和经营者分离而产生的矛盾.     

企业-供应商关系与合作绩效路径模型实证研究

企业与供应商的合作已成为中国企业运营的重要方式,企业与供应商的关系成为双方合作成功的关键.依据相关理论分析提出假设路径模型,针对 139 家企业的 260 份有效问卷的调查数据,运用因子分析的方法,证实中国企业-供应商关系包括信任、信息共享、承诺和依赖4个维度,合作包括直接合作和间接合作两个途径,然后进行信度和效度检验.针对提出的假设模型,运用结构方程模型的方法进行假设检验和路径分析.实证结果表明,企业与供应商双方的信任通过直接合作和间接合作的途径对企业合作绩效具有直接和间接的正向影响,且影响程度不同;信息共享通过直接合作途径对合作绩效具有间接影响;双方的承诺通过间接合作对合作绩效具有间接影响;双方的依赖程度对合作绩效的影响不显著.研究结果为管理者提供了提高企业合作绩效的方法和启示.     

基于可能性理论的经营者业绩评价研究

对经营者进行客观公正的业绩评价,对企业的快速、健康发展至关重要。传统的经营者业绩评价体系与方法越来越受到各方面的质疑。本文在分析其弊端的基础上,提出了一种新的经营者业绩评价体系,并利用可能性理论来处理指标量化问题,建立了能充分考虑各影响指标的经营者业绩评价模型,为设计具有激励作用的薪酬结构提供依据。     

基于质量意识的复杂产品质量控制激励策略

激励在复杂产品供应链中对主供协同合作关系及质量控制发挥了重要作用。本文研究基于主制造商在复杂产品生产研发前按照客户要求形成的质量意识的激励策略是否可以实现复杂产品质量控制问题。考虑具有质量意识的主制造商和其系统供应商组成的两级供应链,建立以主制造商为领导者的Stackelberg博弈模型,分别讨论无激励和存在激励时的主供生产最优决策。基于激励方式的不同,将激励策略分为根据供应商产品质量水平激励以及根据主制造商质量意识水平激励两种方式。研究结果表明激励是供应商加强协同合作、改进产品质量的内在动力,主制造商根据质量意识激励供应商可以进一步促使双方协同合作,提高产品质量,使双方获得更高的利润从而实现供应链整体利润最大化。此外用灵敏度分析发现提高主制造商质量意识水平可以增加双方协同合作努力程度,有效提升产品质量水平并实现帕累托改进。     

控制机制、合作行为与供应商绩效关系研究

研究制造商控制机制、供应商单边合作行为与供应商绩效间的关系,揭示控制机制通过影响供应商单边合作行为对提高供应商绩效的作用,利用163份制造商与供应商配对样本,采用多元线形回归法和分离回归法对假设进行验证.研究结果表明,契约机制对供应商单边合作行为没有显著影响,关系规范机制对供应商单边合作行为有显著的积极影响,同时契约机制与关系规范机制的互补作用对供应商单边合作行为有显著的积极影响;关系规范控制对供应商单边合作行为在高环境波动下的影响效果要强于低环境波动下的影响效果,而契约控制对关系柔性和信息共享在高环境波动和低环境波动两种情况下并没有不同.供应商单边合作行为对供应商绩效的显著积极影响也得到验证.     

全面推行EVA考核的几点思考

EVA财务管理系统是由美国纽约斯特恩·斯图尔特咨询公司（Stern Stewart ＆ Co.）所提出的一种业绩评价与激励系统,它的目的在于使公司管理者以股东价值最大化作为其行为准则。本文对实施EVA考核的意义及推广EVA考核的注意事项进行了论述,希望能对推广EVA业绩评价与激励系统有所启示。     

供应商专项投资与感知的合作风险:关系发展阶段与控制机制的调节作用研究

本文从供应商———制造商关系发展这一动态的角度探讨供应商专项投资与其感知合作风险之间的关系以及契约和关系规范的不同调节作用.通过对中国家电行业261对供应商与制造商的关系的问卷调查,采用因子分析和多元回归的方法对概念模型及假设进行验证.本文研究结果表明:(1)在不同的关系发展阶段供应商专项投资与其感知的合作风险有着显著的差异.(2)尽管契约和关系规范对供应商专项投资与其感知的合作风险间的正向关系有着负向调节作用,但在关系发展的不同阶段,这种调节作用也存在着显著的差异.本文对于认识和了解关系发展阶段中供应商专项投资带来的合作风险感知水平的变化以及两种不同控制机制调节作用的差异性具有重要的理论和现实意义.     

供应链核心企业订单分配下供应商群体减排行为演化

环保消费者认为供应链中的核心企业要对其供应商的环境表现负责。供应商群体的环境表现影响核心企业的市场吸引力,这驱动核心企业激励其供应商群体减排。本研究为供应链核心企业设计一种同时考虑供应商批发价格和减排量的订单分配方法。基于Multi-Agent思想构建了一个包含供应商群体、核心企业、消费者群体的计算实验模型,并借助计算机动态模拟多主体在多周期的决策和交互过程,从宏观角度探索供应商群体减排行为的演化路径,并从微观上剖析内在影响机理。实验结果显示,该订单分配方法能获得既激励供应商群体减排又提高核心企业自身收益的效果;当消费者群体环境意识的分布一定时,核心企业的激励作用有限;核心企业的订单分配是激励供应商群体减排的直接手段,环保消费者的购买行为是推动供应商群体减排的根本动力。这些结论对现实中供应链核心企业制定订单分配规则和政府制定环境政策具有一定的管理启示。     

基于采购商投资的双源采购与供应商定价决策

随着供应链的全球化发展,供应链成员企业的合作越来越紧密。许多采购商通过直接对供应商投资提高供应的可靠性或降低采购成本。本文研究双供应商-单采购商的两级供应链中采购商投资、供应商定价以及采购商采购决策。在此供应链中,供应商和采购商之间存在先后决策的Stackelberg博弈,供应商之间存在同时决策的贝特兰德博弈。本文考虑异质供应商,即供应成本与稳定性存在差异,接受采购商投资后两者的改进效应也不同,建立了采购商投资、供应商定价、采购商采购三阶段博弈模型,基于凸优化理论和博弈分析方法对问题进行分析,并应用邻域搜索的自适应差分计划算法对问题进行求解。研究了供应链成员企业的最优均衡决策,分析供应成本、供应稳定性以及投资改进效应对最优均衡决策的影响。     

An analysis of the supplier selection process

Customers select suppliers based on the relative importance of different attributes such as quality, price, flexibility, and delivery performance. This study examines the difference between managers' rating of the perceived importance of different supplier attributes and their actual choice of suppliers in an experimental setting. We use two methods: a Likert scale set of questions, to determine the importance of supplier attributes; and a discrete choice analysis (DCA) experiment, to examine the choice of suppliers. The results indicate that although managers say that quality is the most important attribute for a supplier, they actually choose suppliers based largely on cost and delivery performance.     

Customers’ Capital Market Information Quality and Suppliers’ Performance

We empirically examine the association between downstream firms’, i.e., customers’ capital market information quality, and the operating performance of upstream firms, i.e., suppliers. Customers’ capital market information quality is measured by the customers’ provision of earnings forecasts, the customers’ reported earnings quality, and the customers’ coverage by financial analysts and credit rating agencies. We hypothesize and find a positive association between customers’ capital market information quality and suppliers’ operating performance measured by the DuPont profitability ratios. The association is stronger for suppliers with higher sales volatility, no order backlogs, customers who are less dependent on their input, and shorter business relation with customers. Collectively, the results suggest that the quality of information provided by the customers to the capital market has a spillover effect in the input market, i.e., helps the suppliers improve their performance.     

A Structural Analysis of the Effectiveness of Buying Firms' Strategies to Improve Supplier Performance

Many manufacturing firms have increased the amount of component parts and services they outsource, while refocusing on their core capabilities. Outsourcing parts and services to independent, external suppliers means that suppliers' performance is increasingly critical to the long‐term success of these buying firms. Buying firms are increasingly using disparate supplier development strategies to improve supplier performance including supplier assessment, providing incentives for improved performance, instigating competition among suppliers, and direct involvement of the buying firm's personnel with suppliers through activities such as training of suppliers' personnel. Using resource‐based theory, internalization theory, and structural equation modeling, we examine the impact of these supplier development strategies on performance. We conclude that direct involvement activities, where the buying firm internalizes a significant amount of the supplier development effort, play a critical role in performance improvement.     

A structural analysis of greening the supplier,environmental performance and competitive advantage

A clear research need has been identified to confirm the structural relationships between greening the supplier, enhanced environmental performance and improved competitive advantage, to provide an impetus for firms to green their suppliers. A mail survey was conducted and empirical data of 119 ISO 14001 manufacturing firms in Malaysia was gathered for this study. Structural equation modelling technique was applied in this research article. Results from the analysis, reveal the existence of a positive and significant linkage between green suppliers with both environmental performance and competitive advantage. At the same time, environmental performance has also been shown to positively and significantly affect competitive advantage; while environmental performance plays a partial mediating role between greening the supplier and competitiveness. Such significant finding is especially essential for the manufacturing sector registered with ISO 14001 who intend to enhance their environmental performance and carve a niche competitive edge in the business arena.     

Supplier integration and firm performance: the moderating effects of internal integration and trust

This study proposes and empirically tests a model of the moderating effects of internal integration and trust on the impacts of information, process and strategic integration with suppliers on firm performance using structural equation modelling and data collected from 261 manufacturing firms in Vietnam. The results show that all three types of supplier integration positively associate with firm performance. Internal integration enhances the impact of process integration with suppliers on firm performance, but does not moderate the impacts of information and strategic integration with suppliers. Internal trust has insignificant, positive and negative influences on the effects of information, process and strategic integration with suppliers on firm performance. The findings show that internal integration and trust play different roles in moderating the positive effects of information, process and strategic integration with suppliers on firm performance, which elucidates a possible reason for previous mixed findings on the relationship between supplier integration and firm performance.     

Carrots or Sticks? Improving Social and Environmental Compliance at Suppliers Through Incentives and Penalties

Firms are increasingly looking to eradicate social and environmental non‐compliances at their suppliers in response to increasing regulations, consumer demand, potential for supply chain disruptions, and to improve their social, environmental, and economic supply chain performance. This study develops a model of the relationship between the buyer's supplier incentives and penalties for the supplier's social and environmental compliance, and the outcomes in terms of reduction in supplier social and environmental violations as well as the buyer's own operating costs. This model is tested empirically through analysis of a dataset of opinion‐based survey responses from practitioners at 334 companies across 17 industries. The analysis finds specific penalties and incentives that are positively associated with reduced supplier violations and reduced buyer operating costs. In particular, offering suppliers incentives of increased business and training for improving social and environmental performance is strongly associated with a reduction in both violations and operating costs.